OilerNation-
As we conclude the first semester of the 2025–26 school year, I want to provide OilerNation with a clear, detailed assessment of where East Alton–Wood River Community High School District #14 stands today—and where we are going next.
School districts manage complex systems, public dollars, and the trust of families and taxpayers. That trust is best maintained through transparency, context, and clarity. During the first semester, district leadership concentrated on three primary areas:
Responsible financial stewardship
Strategic planning
Proactive safety and emergency preparedness
What follows is a detailed explanation of the work completed in each of these areas.
Financial Planning and Fiscal Stewardship
FY26 Budget Development
The FY26 budget was developed using a conservative, forward-looking methodology that prioritizes instructional stability while remaining sensitive to taxpayer impact. As with all public school budgets, revenue projections are estimates, not guarantees. EAWR continues its long-standing practice of budgeting revenues conservatively and expenditures responsibly to avoid structural deficits and disruptive midyear adjustments.
Several factors shaped the FY26 budget:
Personnel and benefit costs continue to rise and represent the district’s largest expenditure category.
Corporate Personal Property Replacement Tax or “CPPRT” revenues remain volatile, while this is a major revenue stream for our district we have seen it significantly decline over the last three fiscal years.
Adequate reserves are maintained to support cash flow and protect against periods of revenue uncertainty.
Spending decisions are aligned with the district’s Strategic Plan rather than short-term pressures.
The guiding principle behind the FY26 budget remains straightforward: meet student needs while living within our means.
This approach allows the district to maintain program stability, staffing continuity, and financial flexibility without resorting to reactionary cuts or emergency borrowing.
Financial Accountability and District Financial Profile
FY25 Annual Financial Report (AFR)
Transparency in school finance is not optional—it is essential. Beyond meeting statutory reporting requirements, EAWR is committed to helping the community understand what the financial data actually shows.
Based on FY25 results, EAWR earned a “Recognition” designation on the Illinois State Board of Education’s FY26 Financial Profile, with an overall score of 3.55 out of a possible 4.0. This rating reflects consistent fiscal oversight, long-term planning, and responsible financial management.
One of the most significant indicators of financial stability is Days of Cash on Hand, which measures how long a district could continue operating if revenues were delayed. EAWR currently has an estimated 501 days of cash on hand, earning a perfect score of 4.0 in this category. This level of liquidity protects instructional programming and district operations during periods of revenue uncertainty.
For FY25, combined totals across the district’s operating funds (Education, Operations & Maintenance, Transportation, and Working Cash) were:
Receipts / Revenues: $8,970,005
Disbursements / Expenditures: $9,654,473
Excess (Deficiency): $(684,468)
Total Operational Fund Balance: $13,462,996
While expenditures exceeded revenues, this was a planned and strategic use of reserves, not an operational deficit. The district intentionally utilized a portion of previously accumulated fund balance to complete campus wide building projects while preserving long-term financial health.
In practical terms, EAWR planned ahead, spent responsibly, and remained financially stable.
FY27 Tax Levy Planning
The FY27 tax levy is best understood as a planning mechanism, not a spending increase. Illinois law requires school districts to estimate future Equalized Assessed Valuation (EAV) growth before final values are certified by the county.
EAWR’s levy strategy is designed to:
Capture only actual EAV growth determined by the County Assessor
Maintain predictable and stable revenue streams
Protect educational programs and staffing levels
Remain sensitive to taxpayer impact
Even when levy estimates are “ballooned” to account for potential growth, the district only receives taxes generated by actual EAV growth. This prevents over-collection and protects the district from future shortfalls caused by under-levying.
Strategic Plan Implementation
The district’s Strategic Plan continues to serve as the framework guiding decision-making across academics, student supports, professional learning, and communication.
At the midpoint of the plan’s implementation, the district has made measurable progress in several areas:
Professional Learning Communities (PLCs) are operating consistently with increasing focus on instructional alignment.
Student leadership and voice initiatives have expanded, increasing student participation and feedback.
Special education services have seen strong improvements in compliance and IEP quality.
Communication efforts have increased, with more frequent highlighting of student, staff, and program successes.
Some initiatives remain in progress or have been intentionally paused. This is by design. The district is prioritizing capacity, sequencing, and fidelity over attempting to do too many things at once without adequate support.
FY25 Summative Designation
For FY25, EAWR received a “Commendable” summative designation, placing the district competitively among regional high school peers while serving a student population with significant and diverse needs. More district data can be found at https://www.illinoisreportcard.com/School.aspx?schoolId=410570140160001
Graduation rates remain strong, and focused efforts continue in areas such as:
Chronic absenteeism
Ninth-grade-on-track performance
Student engagement and attendance patterns
These academic priorities are directly aligned with the Strategic Plan and supported by the district’s stable financial foundation.
Safety, Security, and Emergency Preparedness
Districtwide Reunification Training
On September 26, 2025, EAWR conducted a districtwide Reunification Training at Julia’s in East Alton. Faculty, staff, and local first responders participated in hands-on training focused on safely and efficiently reuniting students with their families during a school emergency.
The training followed the Standard Reunification Method (SRM) developed by the I Love U Guys Foundation, which provides a predictable and accountable framework for controlled student release when normal dismissal is disrupted.
Participants:
Reviewed the seven-step reunification process
Clarified staff and first responder roles
Participated in a simulated reunification drill
Engaged in a debrief focused on continuous improvement
Security Camera System Enhancements
The district continues to expand and modernize its security camera infrastructure, improving coverage, image clarity, and reliability across campus. These upgrades strengthen situational awareness and improve coordination with local law enforcement when necessary.
Omnilert Emergency Communication Implementation
EAWR is preparing for the deployment of Omnilert, an advanced emergency communication and notification platform. Omnilert enhances the district’s ability to communicate quickly and accurately during time-sensitive situations and integrates with existing security infrastructure. Staff training and system configuration are ongoing to ensure responsible and effective implementation.
Looking Ahead to the Second Semester
As the district moves into the second semester, leadership will remain focused on:
Monitoring financial health and budget performance
Advancing Strategic Plan priorities with fidelity
Strengthening attendance and student engagement
Continuing safety training and system implementation
Maintaining clear, transparent communication with OilerNation
EAWR remains committed to planning ahead, communicating openly, and making decisions grounded in data, preparation, and long-term stability.
Thank you for your continued trust and partnership.
Mr. Miller
Superintendent